TAILIEUCHUNG - Butterworth Strategic Information Management_2

Tham khảo tài liệu 'butterworth strategic information management_2', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Change Management Strategy 115 become the job of IS specialists then IS specialists need to be able to do this job extremely well - better than most of them are doing it today. Third becoming better change agents is bound to improve IS specialists organizational credibility. Many people think IS specialists have low credibility. CIO the acronym for chief information officer is often said to stand for career is over . Outsourcing researchers acknowledge that low credibility of in-house IS specialists is often a factor in the decision to turn the job over to an external specialist. Paul Strassman former CIO for the Department of Defense and noted IS consultant says It just happens that the IT community has consistently ranked in surveys as one of the least admired corporate functions. IT therefore becomes an attractive target when there is a quota on how many bodies must leave. Strassman 1995a We believe there is a strong mutual relationship between credibility and change management skill. First effective change management requires credibility. If managers do not trust IS specialists they will not let themselves be influenced by their technical competence. On the other hand effective change management behavior builds credibility. When managers see IS specialists behaving in effective ways they are more likely to trust them and adopt their proposals. In our experience ineffective IS specialists often blame their ineffectiveness on their low credibility If only the CEO would tell everyone to listen to us we could make a difference . By contrast effective IS specialists accept the negative stereotypes and quietly work to prove them wrong. By refusing to act within the box created by formal structures and policies and informal expectations about how IS is supposed to do its job these effective change agents transform not only their interpersonal relationships with their clients but also the behavior of managers and users in IT projects and decision making. Organizational

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